I would like to thank many of our world and political leaders for the current swath of leadership case studies. The different styles and approaches on display are very. . . Informative!
What can we all learn from the image we have of these people to support our own effectiveness as a leader?
Firstly, I think its important to recognise that, although leadership does have some important skill sets involved, it is largely a mindset. A mindset driven by a leader’s personal values, principles, attributes, and experiences.
At Culture Dynamics we think that a key leadership mindset and attribute is “Humbleness”, and we would describe this as:
“The knowledge and acceptance that the people you lead will collectively, and often individually, know more than you. The acceptance that the answer to your challenges and the direction of your next move lies, almost always, with others”.
The leadership challenge is to gather information, unite through testing debate and then Lead or just guide a collective delivery.
Case study:
President Zelensky, gathered international and national support, united his military and the public, spends a lot of time crediting others with success and keeps the country calm and focused, all with a gun pointed at his head.
Over the past year he’s gone from performing comedian to influential world leader. His humbleness is highly effective.
Unfortunately, humbleness, at least our version of it, appears to be in short supply in our political world right now.
The verbal “with hindsight” tool is becoming well used to help pave the way for the latest political U-Turn. Yes, of course there are situations that will produce unpredictable results, especially if you’re taking risks and being innovative.
However, the reaction to a reduction in higher rate income tax in the middle of a financial crisis is highly predictable. No hindsight required, just some good, basic, asking around! When the people who will benefit most from a decision are telling you not to do it, it’s a message you ignore at your peril.
Business leaders need to recognise that the answers and direction for business are around you, not in you.
The answer is often sitting quietly in the corner without the confidence to speak up and challenge the group think. It is now more widely recognised that having cognitive and personality diversity in your teams is very important. The question is, can your humbleness capitalise on it?
Author: Colin Dulson
